Becoming a model employer is a challenging task to achieve when it comes to resource distribution and recruitment and retention practices, as well as managing the costs of employee-related expenses. The role of a model employer can incorporate various obligations to the workforce. Among these are promoting diversity, union representation, effective and employee-friendly supervision, unbiased promotion, and fair compensation (Harris & Walsh, 2022; Nigro & Kellough, 2014). As the listed expenditure items suggest, the realization of the model employer project can be fraught with increases in labor costs and additional procedural protections for the public workforce, making employee termination overcomplicated. Despite changes to labor costs and protections, it is fair to anticipate governmental agencies in the U.S. to be model employers. The reason for keeping this expectation is that it would set an example of responsible staff management to private businesses, promote inclusion, and increase employee satisfaction.
To start with, expecting the completion of the model employee initiative is justified by the importance of governmental employees’ role in addressing large-scale issues affecting the nation, such as division. As the largest employee in the country, the U.S. Federal Government provides jobs to over two million people in non-postal positions (Harris & Walsh, 2022). The U.S. Federal Government regards stimulating labor union participation as one of its obligations as an employer seeking to serve as an example for others in terms of workforce protection (Harris & Walsh, 2022). As governmental agencies continue to strive for the model employer’s status by supporting labor unions, they promote collective bargaining institutions, opposing the divide et imperia approach to employer-workforce communication (Harris & Walsh, 2022). Therefore, to some degree, imposing this expectation on governmental agencies in the U.S. can address the prevalence of personal interest over the best interests of entire professional groups that contribute to the country’s well-being.
Moreover, because U.S. governments are ethically obliged to serve the public’s best interests and equality, expecting it to act as model employers, which involves investing in creating optimal conditions for employees with disabilities, is appropriate. On the one hand, political and monetary pressures on governmental employers are anticipated to intensify, urging a departure from the model employer philosophy (Nigro & Kellough, 2014). Aligning human resource plans to organizations’ larger strategic goals and current financial capacities is essential (Sifuna-Evelia, 2017). On the other hand, despite increased costs, governmental employers’ adherence to the discussed idea helps to compensate for the injustices affecting the disabled (Employer Assistance and Resource Network on Disability Inclusion [EARN], (2020). Having a disabling condition decreases one’s satisfaction with professional growth opportunities, workplace reward fairness, organizational justice, and supervisor-employee relationships (EARN, 2020). The U.S. Federal Government understands that becoming an exemplary employer addresses these and other injustices and serves the public benefit (EARN, 2020). Considering that, the model employer approach aligns with the country’s overall orientation toward inclusion.
As the U.S. governments follow the model employer idea, especially with regard to disabled employees, they implement the biblical understanding of help, making proceeding with the idea ethically justified. Jesus, an ideal representation of sincere servitude, does not hesitate to invest time and effort into healing an innocent blind man, thus helping him to feel like others (New International Version Bible, 1978/2011, John 9:1). He mentions that “neither this man nor his parents sinned,” implying that his suffering is deeply unjust and has to be alleviated (New International Version Bible, 1978/2011, John 9:4). Figuratively, the U.S. governmental bodies’ striving for ascertaining the model employer’s status puts Jesus’s example into common practice by making sure that individuals with disabilities feel as protected as all other categories (EARN, 2020). “Giving strength to all” is one biblical principle of morally right leadership and government (New International Version Bible, 1978/2011, 1 Chronicles 29:12). Ensuring maximum protections for all public employers in spite of costs is in line with this narrative.
The determination to treat various categories of employees with similar respect will maximize the U.S. Federal Government’s role in modeling employee-friendly practices to be adopted at other levels. Relying on the National Labor Relations Act signed into power in the mid-1930s, the Federal Government emphasizes its obligation to serve as the model in terms of employee protection (Harris & Walsh, 2022). Specifically, it seeks to “model practices that can be followed by state and local governments and private-sector employers” (Harris & Walsh, 2022, p. 4). Also becoming an exemplary employer is also seen by the Federal Government as a matter of increasing the government’s overall effectiveness, which is a high-priority task per se (Harris & Walsh, 2022). The strategy’s potential significance in terms of raising employee satisfaction levels on a national scale makes following it crucial.
Therefore, despite extra expenses and changes to protections, expecting agencies in the U.S. government system to become model employers is reasonable as it would support employee satisfaction. Public employers in the U.S. will offer a model to adopt for their counterparts in the public sector. Expecting public employers to continue reaching this strategic goal can also be conducive to a climate of inclusion and non-discrimination on the national scale.
References
Employer Assistance and Resource Network on Disability Inclusion. (2020). The federal government as a model employer of people with disabilities: Research-based practices and findings. Author. Web.
Harris, K. D., & Walsh, M. J. (2022). White House Task Force on Worker Organizing and Empowerment report to the President.White House. Web.
New International Version Bible. (2011). Biblica. (Original work published 1978).
Nigro, L. G., & Kellough, J. E. (2014). The new public personnel administration (7th ed.). Cengage Learning.
Sifuna-Evelia, M. (2017). Human resource management practices: A biblical perspective. Partridge Singapore.